DETACHMENT STRATEGIC PLAN 2019-2022
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Burnaby RCMP
DETACHMENT
STRATEGIC PLAN
2019-2022
LEFT PAGE HEADER
INTRODUCTION
As the Officer in Charge of the RCMP in Burnaby, I’m proud to present our Detachment’s Strategic Plan
for 2019 through 2022.
This plan describes our focus and intended goals for the period 2019 through 2022 on behalf of
everyone who lives, works, learns and plays in Burnaby. Internally, the plan will be the basis of annual
business planning, performance management and regular reporting to Burnaby’s Mayor and Council
– all reflecting our commitment to transparency and accountability.
This plan is the result of community consultation, police officer experiences, research and planning by a
group that encompasses a range of ranks and roles within our organization. It is truly a team effort, and
I’m proud to say it reflects the enthusiasm and commitment that our people bring to their work every day.
While the community served by this Detachment is by and large safe and secure, we still face important
challenges including property crime and serious, ongoing concerns for traffic safety. We know that
Burnaby residents place a high value on increased police visibility, and we share your concerns as we
face increasingly complex enforcement challenges in our growing city. That’s why we remain committed
to improvement, efficiency and effectiveness in all that we do.
Burnaby will continue to grow and change over the period covered by this plan. With growth and change
in mind, our work will focus as always on preserving the peace, enhancing public safety, upholding the
law and providing quality service in partnership with our communities. This plan describes how we will
achieve our goals – by increasing visibility, enhancing service, demonstrating accountability, employing
resources effectively and doing our utmost to provide exceptional policing services.
We welcome your questions and feedback, and look forward to strengthening our many partnerships
across the City of Burnaby.
Chief Superintendent Deanne Burleigh
Officer in Charge, Burnaby Detachment
2 BURNABY RCMP
RIGHT PAGE
CONTENTS
HEADER
INTRODUCTION 2
THE CONTEXT FOR PLANNING 4
An Essential Burnaby Service 5
Stakeholder Views 5
ABOUT THE BURNABY RCMP DETACHMENT 6
GUIDING OUR WORK 10
Mission
Vision
Core Values of the RCMP
STRATEGIC PLAN AT A GLANCE 11
STRATEGIC PLAN IN DETAIL 12
Priority 1: Improve Public Safety 12
1.1 Prevent and reduce crime
1.2 Improve traffic safety through enhanced enforcement, education and partnership
1.3 Increase visibility and reduce response times
Priority 2: Enhance Community Engagement 14
2.1 Partner to improve integrated community mental health response
2.2 Diversify and deepen community linkages
2.3 Enhance education and engagement with citizens, youth and key community partners
Priority 3: Ensure Good Governance and Accountability 16
3.1 Communicate internally to enhance cohesiveness and alignment
3.2 Monitor and report on strategic plan implementation
3.3 Optimize stewardship of resources and prioritize workload
Priority 4: Support Our People 18
4.1 Promote and support employee wellness
4.2 Provide training to meet evolving operational needs
4.3 Support effective work environments across the Detachment
OUR ACCOUNTABILITY FRAMEWORK 20
DETACHMENT STRATEGIC PLAN 2019-2022 3
THE CONTEXT
FOR PLANNING
Burnaby is one of Metro Vancouver’s most livable communities, and projections for the years ahead call
for growth and development. As illustrated in the graphs below, increases are anticipated in population,
homes and jobs over the 10 year period ending in 2021 – the period which encompasses this strategic
plan. The City of Burnaby’s Official Community Plan (OCP) call for adaptations to manage that growth in
ways that maintain or enhance quality of life.1
300,000 POPULATION DWELLING UNITS EMPLOYMENT
270,000
270,000
240,000
210,000
180,000
202,799
150,000
152,000
120,000
136,000
90,000
60,000 117,800
82,950
30,000
0
2006 2021 Figure 1: Projected Growth, City of Burnaby 2006 to 2021
As described in the OCP, the municipality plans to manage growth through development of higher-
density mixed-use town centres planned around SkyTrain lines and improved environmental practices
such as increased networks of pedestrian and cycling routes and urban trails throughout the City. Much
of this development will be focused in the Brentwood, Metrotown and Edmonds areas of the City.
For the Burnaby RCMP, this means planning to meet the challenges to public safety that would typically
accompany increases in density and traffic. We must improve our response time, and continue to ensure
that all resources are available and deployed when and where they are needed.
1
Source: Official Community Plan for Burnaby British Columbia, 2006-2041, updated and revised May 2014. Accessed November 26, 2018 from: https://
www.burnaby.ca%2FAssets%2Fcity%2Bservices%2Fpolicies%2Bprojects%2Band%2Binitiatives%2Fcommunity%2Bdevelopment%2FOCP%2BPDFs%2FO-
CP%2B1998%2B(full%2Bversion).pdf
4 BURNABY RCMP
AN ESSENTIAL BURNABY SERVICE
The Burnaby Detachment Strategic Plan is informed by and reflects the fact that we play an essential
role in this community. That role is highlighted in the current Corporate Strategic Plan for the City,2 in
which “A Safe Community” is the first of six high-level goals. Within that goal, we commit to playing a lead
role in two objectives in particular: crime prevention and reduction (ensuring citizens and businesses
feel safe in our community) and emergency services (providing responsive emergency services). We are
also a key partner in City efforts to ensure transportation safety (making city streets, pathways, trails and
sidewalks safer).
STAKEHOLDER VIEWS
In preparation for planning, we sought out Burnaby citizens’ opinions, and noted the following key points
in their feedback:
»» Driving-related crimes are of the highest concern to Burnaby residents, including speeding,
dangerous, impaired or distracted driving.
»» Residents are also very concerned with break and enters and vehicle crime, violent crimes, and drug
usage/dealing.
»» When asked what they want us to focus on to improve safety and quality of life in Burnaby, residents
prioritized the same topics: violent crime, driving-related issues, drug dealing, and break and enters.
»» Residents also emphasized the importance of the RCMP quickly responding to calls for service, and
told us they want enhanced police visibility and presence in their neighbourhoods.
»» Community policing and collaborative mental health initiatives are also noted as areas that could
improve safety and quality of life in Burnaby.
»» There is an appetite for the Detachment to offer more educational/awareness campaigns and to
educate the community on how citizens can help create a safe city.
2
City of Burnaby Corporate Strategic Plan, approved October 16, 2017. Accessed November 26, 2018
from https://www.burnaby.ca/Assets/our+city+hall/Corporate+Strategic+Plan.pdf
DETACHMENT STRATEGIC PLAN 2019-2022 5
ABOUT THE BURNABY
RCMP DETACHMENT
Serving an estimated population of approximately 227,400 residents, the Burnaby RCMP is the second
largest Detachment in Canada and the third largest police service in the Province of British Columbia.
A total of 287 regular and civilian RCMP members and 172 City of Burnaby employees work in the
Detachment, as illustrated in the deployment diagram below.3
OFFICER IN CHARGE IHIT
Burnaby Attachment Integrated Investigation Team
(1.00 R/M) (6.60 R/M)
ERT
Emergency Response Team
EXECUTIVE (4.10 R/M)
ASSISTANT
EXECUTIVE NCO (1.00 C/E)
FORENSIC IDENTIFICATION
(1.00 R/M)
(7.10 R/M, 1.00 C/E)
STRATEGIC PLANNING (1.00 R/M) POLICE DOG SERVICE
PROFESSIONAL STANDARDS (2.00 R/M) (4.60 R/M)
MEDIA RELATIONS OFFICER (1.00 R/M)
COMMUNICATIONS STRATEGIST (1.00 C/E) ICARS
Integrated Collision Analyst/
Reconstruction (2.10 R/M)
OPERATIONS OFFICER /
ADMIN SERVICES OFFICER
ASSISTANT OIC
(1.00 R/M)
(1.00 R/M)
OPERATIONS ADVISORY NCO CRIME ANALYST
ADMIN SERVICES
(1.00 R/M) (1.00 C/E)
ADVISORY NCO
(1.00 R/M)
ASSISTANT OPERATIONS COMMUNITY INVESTIGATIVE
OFFICER / DUTY OFFICER PROGRAMS OFFICER SERVICES OFFICER CLIENT SERVICES (3.00 R/M
(1.00 R/M) (1.00 R/M) (1.00 R/M) 49.82 C/E)
TRAINING (4.00 R/M)
MEMBER SERVICES (1.00 R/M)
COMMUNITY PROGRAMS INVESTIGATIVE SERVICES BUSINESS SERVICES (8.32 C/E)
ADVISORY NCO TEAM LEADERS IT SUPPORT (5.00 C/E)
(1.00 R/M) (2.00 R/M)
SERIOUS CRIME (13.00 R/M, 1.00 C/E)
A WATCH (31.00 R/M, 1.25 C/E) DISTRICT CPO OPS NCO (22.0 R/M, 5.96 C/E) INVESTIGATIVE SERVICES TEAM (17.00 R/M)
B WATCH (31.00 R/M, 1.25 C/E) YOUTH / SLO (10.00 R/M GENERAL GIS (13.00 R/M, 2.00 C/E)
C WATCH (30.00 R/M, 1.25 C/E) BIKE TEAM (6.00 R/M) STRIKE FORCE (13.00 R/M, 1.00 C/E)
D WATCH (30.00 R/M, 1.25 C/E) EMERGENCY & MAJOR EVENT MANAGEMENT (1.00 R/M) P.O.S.T. (13.00 R/M)
DETENTION (4.40 C/E) CP/VS (1.00 R/M, 15.84 C/E) DRUGS (13.00 R/M, 1.00 C/E)
EXHIBITS (3.00 C/E) TRAFFIC SERVICES (26.00 R/M, 1.00 C/E) CRIMINAL INTELLIGENCE (3.00 R/M)
MAJOR CASE MANAGEMENT (2.00 C/E)
LEGEND:
OIC OFFICER IN CHARGE | NCO NON-COMMISSIONED OFFICER | R/M CONTRACT REGULAR MEMBER | C/E CITY EMPLOYEE
3
From City of Burnaby 2019-2023 Provisional Financial Plan, printed February 21, 2019 https://www.burnaby.ca/Our-City-Hall/Financial-Reports.html.
(Numbers in chart show full time equivalents and includes projected increases in establishment)
6 BURNABY RCMP
RIGHT PAGE HEADER
The Burnaby Detachment responds to approximately 60,000 calls for service every year. The table
below illustrates how these numbers have varied over time, including reductions in overall calls for
service, even as Burnaby’s population has steadily increased.
80,000 300,000
270,000
223,218 250,000
202,799
200,000
63,890
63,026
60,000 150,000
60,258
60,176
59,602
59,391
58,490
57,131
57,076
56,217
100,000
54,518
50,000
40,000 2006 2008 2010 2012 2014 2016 2018 2020 2022 0
Calls for Service
Population 2006, 2011 and trend line to projected population 2021
Figure 2: Burnaby Population (2006 actual and projected to 2021) and RCMP Detachment Calls for Service 2008 to 2017
Within that larger workload picture, the incidence of certain types of crime shows mixed experience. For
example, as the population grows the incidence of break and enters in Burnaby continues to decrease.
2500
2000
1500
1000
500
0
2010 2011 2012 2013 2014 2015 2016 2017
Figure 3: Break and Enters, Burnaby (PRIME - Numbers retrieved 20180131)
Our data shows similar downward trends for robbery and vehicle theft in the last three to five years.
Property crime has been variable over the last five years. Reducing property crime is one of our strategic
goals which is outlined further on page 12 of this plan.
DETACHMENT STRATEGIC PLAN 2019-2022 7However, the numbers also show areas where the story is less positive. Ever-increasing traffic, and
persistent problems with speeding and impaired, distracted and dangerous driving, continue to be a
challenge, as illustrated by the increase in number of collisions in the past five years.
1829
1802
1674
1637
1594
2014 2015 2016 2017 2018
Figure 4: Collisions, Burnaby 2014-2018 (PRIME Retrieved 2018-02-01
[PRIME Codes Fatal: 8230-1, Injury 8130-2, Damage over $1000 8130-3])
And measured per 100,000 citizens, rates of both violent crime and property crime have varied over the
past five years.
VIOLENT CRIME RATE - PER 100,000
720
715
710
705
700
695
690
2013 2014 2015 2016 2017
Violent Crime includes: homicide, attempt murder, sexual assault,
assault, robbery, forcible confinement, extortion, etc.
8 BURNABY RCMPPROPERTY CRIME RATE - PER 100,000
4900
4800
4700
4600
4500
4400
4300
4200
4100
2013 2014 2015 2016 2017
Figure 6: Property Crime rates in Burnaby 2013 to 2017 (per 100,000 population)
Our records also document increases in a range of other public safety concerns that often result in more
complex, sensitive cases that take more investigative resources and time. These include mental health
apprehensions, cyber crime, fraud and identity theft. Although the number of infractions is relatively small
in comparison to property crime offences, we give particularly high priority to the increasing number of
child sex offences and sexual assaults – including those that involve the Internet.
DETACHMENT STRATEGIC PLAN 2019-2022 9GUIDING OUR WORK
This strategic plan is guided by the RCMP’s commitment to quality service delivery, as further articulated
in our guiding statements: our mission, vision and core values.
MISSION
The RCMP is Canada’s national police service. Proud of our traditions and confident in meeting future
challenges, we commit to preserve the peace, uphold the law, and provide quality service in partnership
with our communities.
VISION
We will:
»» be a progressive, proactive and innovative organization
»» provide the highest quality service through dynamic leadership, education and technology in
partnership with the diverse communities we serve
»» be accountable and efficient through shared decision-making
»» ensure a healthy work environment that encourages team building, open communication and
mutual respect
»» promote safe communities
»» demonstrate leadership in the pursuit of excellence
CORE VALUES OF THE RCMP
Recognizing the dedication of all employees, we will create and maintain an environment of individual
safety, well-being and development. We are guided by:
»» integrity
»» honesty
»» professionalism
»» compassion
»» respect
»» accountability
The employees of the RCMP are committed to our communities through:
»» unbiased and respectful treatment of all people
»» accountability
»» mutual problem solving
»» cultural sensitivity
»» enhancement of public safety
»» partnerships and consultation
»» open and honest communication
»» effective and efficient use of resources
»» quality and timely service
10 BURNABY RCMPSTRATEGIC PLAN
AT A GLANCE
Our strategic plan is comprised of four inter-dependent priorities, illustrated below with their
related objectives.
1 2 3 4
ENHANCE ENSURE GOOD
IMPROVE PUBLIC SUPPORT OUR
COMMUNITY GOVERNANCE &
SAFETY PEOPLE
ENGAGEMENT ACCOUNTABILITY
1.1 Prevent and 2.1 Partner to 3.1 Communicate 4.1 Promote and
reduce crime improve internally support employee
integrated to enhance wellness
1.2 Improve traffic community cohesiveness and
safety through mental health alignment 4.2 Provide training
enhanced response to meet evolving
enforcement, 3.2 Monitor and operational needs
education and 2.2 Diversify report on
partnership and deepen strategic plan 4.3 Support
community implementation effective work
1.3 Increase visibility linkages environments
and reduce 3.3 Optimize across the
response times 2.3 Enhance stewardship Detachment
education and of resources
engagement and prioritize 4.4 Ensure
with citizens, workload technology and
youth and key equipment meet
community operational needs
partners
The balance of this document also includes information about some of the activities we will implement to
achieve specific, targeted outcomes.
DETACHMENT STRATEGIC PLAN 2019-2022 11STRATEGIC PLAN
IN DETAIL
PRIORITY 1: IMPROVE PUBLIC SAFETY
This priority mirrors and aligns with the top priority of the RCMP in BC, which is to enhance public safety
with a particular focus on:
»» Crime and Victimization
»» Guns and Gangs
»» Road Safety
While integrating with the provincial response, we also want to deliver services that address the specific
priorities of the City of Burnaby.
1.1 Prevent and reduce crime
This objective reflects the Detachment’s commitment to maintain or continue to lower the incidence of
crime in Burnaby in the areas where we are already showing good results. Moreover, it emphasizes our
focus on targeted efforts in known and emerging high priority areas including:
»» Continuing intelligence-led enforcement of prolific offenders, particularly those who are
disproportionately responsible for property crime in our City
»» Collaborative enforcement and deterrence for offences involving drugs and gangs, working with
regional policing partners
»» Increasing our capacity to address new and emerging offences broadly grouped under the label
of “cyber crime”, including identity theft and online fraud
»» Enhance out ability to tackle a notable increase of cases involving child luring and other sexual
offences
1.2 Improve traffic safety through enhanced enforcement, education and partnership
Because so many people commute within and through our growing City, traffic safety is an ongoing
challenge in Burnaby. Our efforts in pursuit of this objective will include:
»» Targeted and increased enforcement at high-risk locations
»» Increased partnering/collaboration with City of Burnaby engineering to improve infrastructure
safety
»» Public education and awareness campaigns
1.3 Increase visibility and reduce response times
We receive a consistent, strong message from the public that they value a highly visible, proactive
police presence across the community. And when a crime or other public safety incident occurs, time
is of the essence and police response times are also a high priority. This objective focuses on effective
deployment of our resources including:
»» Visible, targeted uniform patrols, particularly in high-crime areas (including foot and bike patrols)
»» Differential call response model to reduce response times for high priority calls
»» Ongoing analysis and adjustment of officer deployment to meet changing community needs
12 BURNABY RCMPTo demonstrate the impact of pursuing these goals, we have established the following outcome targets
for this priority:
»» Reduce property crime incidence per 1,000 by 1% annually/3% by 2022
»» Reduce violent crime incidence per 1,000 by 1% annually/3% by 2022
»» Reduce collisions by 2% annually/6% by 2022
»» Increase foot and bicycle patrols by 10% over three years
»» Improve response time by 5% by 2022
DETACHMENT STRATEGIC PLAN 2019-2022 13PRIORITY 2: ENHANCE COMMUNITY ENGAGEMENT
This priority addresses the importance of working with partners to prevent and address complex social
and safety issues for which policing response is only part of the solution.
2.1 Partner to improve integrated community mental health response
Although mental health response is not primarily a policing issue, residents rely on the Burnaby RCMP to
respond when mental health concerns become a public safety issue. To ensure more people get faster,
more appropriate mental health supports, we will work with our service delivery partners in the non-
profit, health services and medical professions, and:
»» Provide enhanced mental health response training for our officers
»» Establish a City-wide Burnaby Mobility & Resilience Table (B-MART), where agencies responsible
for mental health services, supportive housing and public safety can meet to develop and
implement joint strategies that provide more support, sooner, to people at risk
2.2 Diversify and deepen community linkages
Burnaby’s growing population is remarkable for its diversity: tens of thousands of our residents speak a
language other than English or French at home.
Public safety organizations like the Burnaby RCMP Detachment must make a special effort to reach
out to new and first generation Canadians, recognizing that their cultural backgrounds can include
very different experiences, knowledge and attitudes toward people in uniform. Our work over the next
three years will include efforts to diversify and expand our stakeholder connections and relationships,
including:
»» Continuing to work with our Community Policing Advisory Committees (CPACs) which work
closely with members of the Burnaby RCMP in our four District Community Policing Offices to:
• foster communications between the community and police
• assist in identifying and resolving crime and safety problems through planning and
mobilization of community resources
• provide opportunities for citizens to participate in community policing initiatives;
• contribute to development of local crime prevention strategies and activities; and
• disseminate crime prevention and crime related information to the community at large
»» Expand pro-active community engagement with non-profit community and cultural organizations,
with a particular focus on multicultural outreach and restorative justice
»» Engagement/participation with the City of Burnaby Community Safety Plan
14 BURNABY RCMP2.3 Enhance education and engagement with citizens, youth and key community partners
This objective addresses the importance we assign to engaging with partners to make Burnaby safer.
Citizens play a key role in public safety generally, particularly in reducing property crime and improving
traffic safety.
With many new residents moving to our city every month, we want to ensure that people have access to
up to date information about how they can contribute to safer communities. This is especially important
in relation to new and evolving areas of criminal activity, such as preventing fraud targeting seniors or
other minorities, and online crime.
This objective also addresses our commitment to enhancing our existing working relationships with key
partners in service delivery, including Burnaby’s Mayor and Council, City departments, Fraser Health, and
regional Crown Counsel.
Activities we’ll pursue in the coming months and years include:
»» Proactive communication through multiple complementary channels, including social media
»» Development and delivery of a “Welcome to Burnaby” crime prevention package for new
businesses
»» Continuing our programs with schools and the Detachment’s Youth Investigative Team
»» Conducting targeted campaigns on high-priority issues, building on the success of last year’s
“Think of Me” campaign, which involved elementary school students in the creation of messages
asking drivers to obey speed limits and to not use their cell phones while driving.
»» Increased public education on topics such as crime prevention and citizens’ roles in reducing
property crime and traffic problems
To demonstrate the impact of pursuing these goals, we are committed to achieving the following
outcome targets for this priority:
»» Stabilizing the number of mental health apprehensions (maintain 2018 number)
»» Reducing recidivism amongst chronic social offenders through diversion/referrals
»» Increasing the incidence of community linkages/interactions with diverse populations
»» Increasing the reporting of domestic violence calls for service 10% by 2022 (3%/year)
»» Increasing public knowledge of cyber crime prevention, especially in diverse communities
»» Demonstrating youth focus across prevention & engagement activities
DETACHMENT STRATEGIC PLAN 2019-2022 15PRIORITY 3: ENSURE GOOD GOVERNANCE AND ACCOUNTABILITY
This priority aligns with the broader commitment of the Lower Mainland District of the RCMP, to
ensure that all our operations are run efficiently, effectively, and to the high standards expected by
those we serve.
3.1 Communicate internally to enhance cohesiveness and alignment
The Burnaby Detachment is home base for 287 RCMP officers and 172 municipal (civilian) employees.
A complex working environment, evolving priorities and the realities of shift work all contribute to
challenges in ensuring that we’re all “on the same page”, and have access to the up to date information
we need to do a great job. This objective focuses on attention to effective internal communication,
including:
»» Ensuring internal clarity on priorities and unit mandates
»» Enhanced sharing of criminal intelligence and investigational information
»» Maintaining and enhancing internal communication mechanisms
»» Continued formal and informal recognition and appreciation of exemplary performance
3.2 Monitor and report on strategic plan implementation
This strategic plan document provides a road-map for our success and performance over the next three
years. Internally, we will integrate it with other RCMP planning and accountability mechanisms (such
as our Annual Performance Plan) to ensure that we regularly measure, report and act on learning from
experience. We will:
»» Implement a Detachment Dashboard system for monitoring progress on the priorities and
objectives in this plan, to identify barriers and to overcome them
»» Provide the Public Safety Committee of Burnaby Council with progress reports on implementation
of the strategic plan
16 BURNABY RCMP3.3 Optimize stewardship of resources and prioritize workload
Policing is one of the single biggest components in the City of Burnaby budget, accounting for more
than $57 million dollars in City spending each year.4 The Detachment takes its responsibility for its
human, financial, physical and information resources very seriously, and works diligently to make the
most of them to maximize every dollar. Over the next three years we will continue to demonstrate fiscal
accountability and will regularly seek ways to enhance efficient and effective use of resources including
through strategies such as:
»» Differential call response, whereby low-risk, lower priority calls will be diverted to civilian staff,
freeing up uniformed police officers for faster response to higher priority calls
»» Enhanced call screening, to ensure requests for service are directed to the most appropriate
internal resource
»» Establish a space efficiency committee to review and provide direction
on best use of limited space, best practices and efficiencies
»» Ongoing review of unit mandates and individual positions in an
effort to identify overlap, redundancies, gaps in service,
and to respond/improve resource allocation
To demonstrate the impact of pursuing these goals, we
aim to report on successful pursuit of the following
outcome targets for this priority:
»» Employees report increased satisfaction with
and effectiveness of internal communication
»» Implementation of differential call response
resulting in reduction of number of files
dispatched to members (without a drop in
caller satisfaction or response time)
»» Annually, reports on strategic plan
implementation show 80% of annual
outcomes are achieved
»» Improved resource allocation through reduction
of overlap, redundancies and gaps in service
4
City of Burnaby 2019-2023 Provisional Financial Plan, printed February 21, 2019
https://www.burnaby.ca/Our-City-Hall/Financial-Reports.html
DETACHMENT STRATEGIC PLAN 2019-2022 17PRIORITY 4: SUPPORT OUR PEOPLE
In August 2018, incoming national RCMP Commissioner Brenda Lucki marked her appointment by
emphasizing a commitment to modernizing and improving the RCMP. A key part of the plan to meet that
promise is putting the RCMP’s people first, focusing on improving workplace culture, bolstering diversity
and ensuring employees are supported on and off the job. This priority speaks to our Detachment’s
involvement in this national direction.
4.1 Promote and support employee wellness
Police work, whether conducted by sworn members or civilian employees, is stressful and unpredictable.
To help them meet the challenges associated with this work life, we will:
»» Ensure that our employees take advantage of their health care entitlements and benefits,
including employee wellness support for employees and families
»» Continue/increase family-friendly social events for employees’ partners and families
»» Continue to support a culture shift away from silent stoicism toward empathy and support
»» Create and support a position to coordinate member/employee health and wellness with tips,
referrals, and sponsored Detachment wellness activities
4.2 Provide training to meet evolving operational needs
As noted elsewhere in this plan, police work changes with our rapidly evolving communities. Online
criminal activity is just one example of the many new challenges that we must address, including by
offering training and professional development. We are committed to supporting our employees to
maintain core competencies and learn new skills as they develop in their careers with the RCMP.
To that end, we will:
»» Ensure that all employees have an up-to-date approved annual learning plan
»» Ensure that at least 90% of members complete all mandatory training requirements
»» Develop internal Subject Matter Experts to serve as resources for the Detachment on key
priority areas
»» Conduct ongoing assessment and adjustment of training plans, and equipment needs to
ensure Members have what they need to perform their duties effectively and efficiently
»» Improve the technologically based components of investigations including:
• Launch GIS tracking
• Have the detachment become a pilot site for new IT
• Work to reduce or eliminate redundancies in technical processes
• Acquire/utilize software that predicts where/when crime types will occur
18 BURNABY RCMP4.3 Support effective work environments across the Detachment
In addition to our Detachment Headquarters building near Deer Lake, the Burnaby RCMP maintains four
Community Policing Offices, one each in District 1 NW (Hastings-Brentwood), District 2 NE (Lougheed),
District 3 SE (Donald N. Brown CPO Kingsway) and District 4 SW (Metrotown).
In all these locations, we regularly review resource availability and functional needs to ensure that we
provide appropriate, sufficient, and safe work environments for our employees. With regard to work
environment, we will:
»» Develop and promote an action plan for facility expansion
»» Conduct ongoing assessments of space allocation and practical work space areas to identify
and inform changes to the current detachment configuration to improve the physical work
environment.
In pursuing these objectives, we have established the following outcome targets for this priority:
»» 100% of eligible employees take their annual wellness day
»» Reduction in overall excess leave (year over year)
»» 100% of employees have a current learning plan including desired courses developed with
supervisory input
»» 90% of operational employees have completed mandatory training annually
»» 75% of Detachment technology and equipment requests to Senior Management Team are approved
»» Year-over-year improvement in the percentage of employees whose workspace meets Treasury
Board Guidelines and Health & Safety requirements
DETACHMENT STRATEGIC PLAN 2019-2022 19OUR ACCOUNTABILITY OUR ACCOUNTABILITY
FRAMEWORK FRAMEWORK
To ensure that this Strategic Plan remains a touchstone and guiding instrument for us in the months
ahead, Members have been assigned to lead each Objective and Strategic Direction. These individuals
are accountable for quarterly reporting on progress, obstacles and learning arising from the pursuit of
the outcomes identified throughout this plan.
We will report back to the community on a regular basis, through local media channels, meetings with
civic leaders and organizations, and through informal mechanisms. We will repeat our online survey and
the community consultation interviews three years from now, to assess our progress.
As noted throughout this plan, Burnaby is diverse and welcoming, with an abundance of assets. We are
committed to thwarting the efforts of those who would spoil its promise through criminal activity. The
support of citizens for the work we do is instrumental to our success, and to our ability to achieve the
goals outlined here.
The Burnaby Detachment believes that by working with our partners in local government, health
authorities, community service organizations, businesses and schools, we will continue to make our
community a safer place to live, work, learn and play.
20 BURNABY RCMPYou can also read
